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  • Workbook

    Global 8D Workbook

    Understand the problem

    Use a team approach

    Share the lessons learnt

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    The Global 8D Programme has been developed by Results Consortium Limited based on The Results

    Method of training to support the implementation of quality improvement and change programmes.

    Contact Results on 01371 859344 or via www.resultsresults.co.uk for more information on their Master

    Class Programmes and The Results Method.

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    Contents

    Foreword .................................................................................................................... 7

    Global 8D Team Based Problem Solving ....................................................................... 8

    The G8D Process ....................................................................................................... 8

    D0 Prepare for the Global 8D Process .................................................................... 8

    D1 Establish the Team ......................................................................................... 8

    D2 Describe the Problem ...................................................................................... 8

    D3 Develop the Interim Containment Action (ICA)................................................... 8

    D4 Define and Verify Root Cause and Escape Point .................................................. 9

    D5 Choose and Verify Permanent Corrective Action (PCA) ........................................ 9

    D6 Implement and Validate Permanent Corrective Actions (PCAs) ............................. 9

    D7 Prevent Recurrence ........................................................................................ 9

    D8 Recognise Team and Individual Contributions ................................................... 9

    Global 8D Reporting .................................................................................................. 9

    Assessing Questions ................................................................................................ 10

    The Global 8D problem solving process ......................................................................... 11

    D0 - Prepare for Global 8D Process Flow ..................................................................... 11

    D0 Prepare for G8D ................................................................................................. 13

    Define and quantify the symptom .............................................................................. 13

    Identify the customer and other parties affected by the symptom ................................. 13

    Protect the customer ............................................................................................... 13

    PLAN ................................................................................................................... 14

    DO ...................................................................................................................... 14

    CHECK ............................................................................................................. 14

    ACT .................................................................................................................... 14

    Determine if the problem warrants the effort of a full G8D process ................................ 14

    Complete the G8D report ......................................................................................... 15

    Assessing Questions ................................................................................................ 15

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    Service Action: ..................................................................................................... 15

    D1 - Establish the G8D Team ....................................................................................... 17

    Team Skills (and knowledge) .................................................................................... 17

    Team Roles .......................................................................................................... 17

    Champion ............................................................................................................ 18

    Team Leader ........................................................................................................ 18

    Time Manager: ..................................................................................................... 18

    Scribe: ................................................................................................................ 18

    Facilitator ............................................................................................................ 18

    G8D Coach .......................................................................................................... 18

    Team Responsibilities ............................................................................................ 18

    Complete the G8D report (Template) ......................................................................... 19

    Assessing Questions ................................................................................................ 19

    Question Log .......................................................................................................... 19

    D2 - Describe the Problem Process Flow ..................................................................... 20

    D2 Describe the Problem .......................................................................................... 21

    Problem Statement ............................................................................................... 21

    Problem Description .............................................................................................. 21

    Problem Statement .................................................................................................. 21

    Problem Description ................................................................................................. 22

    Assessing Questions ................................................................................................ 23

    D3 - Develop the Interim Containment Action (ICA) Process Flow .................................. 24

    D3 Develop an Interim Containment Action (ICA) ........................................................ 25

    Complete the G8D Form (Template) .......................................................................... 26

    Assessing Questions ................................................................................................ 26

    D4 - Define and Verify Root Cause and Escape Point (Part 1 of 3) Process Flow ............... 27

    D4 - Define and Verify Root Cause and Escape Point (Part 2 of 3) Process Flow ............... 28

    D4 - Define and Verify Root Cause and Escape Point (Part 3 of 3) Process Flow ............... 29

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    D4 Define and Verify Root Cause and Escape Point ...................................................... 30

    STEP 1 Define what is different about the IS compared to the IS NOT .................... 31

    STEP 2 Develop possible causal theories .................................................................. 32

    STEP 3 Establish Possible Root Causes .................................................................... 32

    STEP 4 Verify Possible Root Causes ......................................................................... 33

    Define and Verify Escape Point .................................................................................. 33

    Complete the G8D Form (Template) .......................................................................... 33

    Assessing Questions ................................................................................................ 34

    D5 - Choose and Verify Permanent Corrective Actions (PCAs) for Root Cause and Escape Point

    Process Flow ........................................................................................................... 35

    D5 Chose and Verify Permanent Corrective Actions (PCAs) .......................................... 36

    Define Permanent Corrective Actions ......................................................................... 36

    Choose the Permanent Corrective Action .................................................................... 36

    Complete the G8D Form (Template) .......................................................................... 38

    D5 - Assessing Questions ......................................................................................... 38

    D6 - Implement and Validate Permanent Corrective Actions (PCAs) Process Flow ............ 39

    Implement and Validate the PCAs ............................................................................. 40

    Validation ............................................................................................................ 41

    Complete the G8D Report (Template) ........................................................................ 41

    Assessing Questions ................................................................................................ 41

    D7 - Prevent Recurrence Process Flow ....................................................................... 42

    D7 - Prevent Recurrence ............................................................................................. 43

    Prevent Recurrence ................................................................................................. 43

    Complete the G8D Report Form ................................................................................ 44

    Assessing Questions ................................................................................................ 44

    D8 - Recognise Individual and Group Contributions Process Flow ................................... 45

    Recognise Individual and Group Contributions ............................................................... 46

    Completing unfinished business ................................................................................ 46

    Closure Process ....................................................................................................... 46

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    Assessing Questions ................................................................................................ 46

    Summary .................................................................................................................. 47

    Glossary ................................................................................................................... 48

    Index ....................................................................................................................... 49

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    Foreword Have you ever said, or heard someone else say, something like the last time we had this

    problem we did this? If this is the case then we have to ask, how effective was the problem

    solving effort?

    In reality we spend a lot of time solving problems, some much more difficult than others.

    There are four levels of problem that we can consider:

    Simple problems that can be solved by one individual

    Simple problems that we know the answer to (this is more a task than a problem

    solving effort)

    Difficult problems that we do not know the answer to and will take more than one

    person/discipline to solve

    Problems that have been around for some time

    As humans we have the ability to link an event to an outcome or a CAUSE to an EFFECT.

    There are four patterns of thinking that we have learned to use to survive and thrive:-

    Whats going on here? .Situation Analysis

    What caused this to happen ..Problem Solving

    What is the best solution? ..Decision Making

    What can we do now to stop something happening later? Problem Prevention

    When we cooperate in problem solving activities using a structured approach, we become

    very effective at identifying symptoms, defining problems, establishing causes and taking

    actions that solve, prevent and lead to improvement.

    Global 8D problem solving (G8D) was developed by Ford Motor Company in the mid 1990s

    and is based upon their original Tops 8D problem solving method. Since then it has become

    one of the most commonly used structured problem solving methodologies throughout the

    world, in many industries both inside and outside of automotive.

    This workbook has been developed to help people less familiar with the G8D process to

    implement it within their own workplace. With a step by step approach and using several

    examples, this workbook and the worked examples of the problem solving worksheets, gives

    a structured guide to the application of G8D.

    Graham Cripps

    Results Consortium Ltd

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    Global 8D Team Based Problem Solving Using a number of analytical tools and a multi-disciplined team approach, G8D has clearly defined steps. G8D is a comprehensive problem solving methodology developed by Ford

    Motor Company and used widely in industry throughout the world. However, it must be said that whilst the approach may be used for smaller problems, G8D should be reserved for those problems that: -

    Have a definition of the symptom(s). That is, the symptom has been quantified.

    Have identified the customer(s) and affected parties who experienced, or are experiencing the symptom(s).

    Have measurements to quantify the symptom(s) and demonstrate that a performance

    gap exists, and/or that the priority (severity, urgency, growth) of the symptom warrants initiation of the process.

    Have an unknown cause.

    Has management commitment to dedicating the necessary resources to fix the problem at root cause level and to prevent recurrence.

    Have a problem symptom complexity that exceeds the ability of one person to resolve the problem.

    The G8D Process

    D0 Prepare for the Global 8D Process

    In response to a symptom, evaluate the need for the G8D process. If necessary, provide an Emergency Response Action to protect the customer, and initiate the G8D process.

    D1 Establish the Team

    Establish a small group of people with the process and/or product knowledge, allocated time, authority, and skills in the required technical disciplines to solve the problems and

    implement corrective actions. The group must have a designated Champion and Team Leader. The group initiates the team building process.

    D2 Describe the Problem

    Describe the internal/external problem by identifying what is wrong with what, and detail the problem in quantifiable terms (Problem Description).

    D3 Develop the Interim Containment Action (ICA)

    Define, verify and implement the Interim Containment Action (ICA) to isolate the effects of the problem from any internal/external customer until Permanent Corrective

    Actions (PCAs) are implemented. Validate the effectiveness of the containment actions.

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    D4 Define and Verify Root Cause and Escape Point

    Isolate and verify the root cause by testing each possible cause against the Problem

    Description and test data. Also isolate and verify the place in the process where the effects of the root cause should have been detected and contained but was not (escape point).

    D5 Choose and Verify Permanent Corrective Action (PCA)

    Select the best permanent corrective action to remove the root cause. Also select the best permanent corrective action to address the escape point. Verify that both decisions

    will be successful when implemented without causing undesirable effects.

    D6 Implement and Validate Permanent Corrective Actions (PCAs)

    Plan and implement selected Permanent Corrective Actions. Remove the ICA. Validate

    the actions and monitor long-term results.

    D7 Prevent Recurrence

    Modify the necessary systems including policies, practices and procedures, to prevent

    recurrence of this and similar problems. Make recommendations for systemic improvements, as necessary.

    D8 Recognise Team and Individual Contributions

    Complete the team experience, recognise both team and individual contributions, and celebrate success.

    The process steps are summarised graphically on page 10.

    Global 8D Reporting

    The G8D process uses a Report Form to record and communicate the progress of the problem solving effort.

    This form is backed up by the data, activity reports and other evidence of the problem solving activity which includes: -

    Pre-data analysis Is/Is not report

    Differences and changes Root Cause analysis After-data analysis

    Decision Making worksheets Action plans

    The key forms and explanations for their use are covered in this Workbook at the appropriate stages of the problem solving process.

    G8D Report

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    Assessing Questions

    At the end of each stage of the G8D problem solving process there are a number of assessing

    questions that should be asked by the Team Leader* or G8D Champion* to ensure that all

    the factors have been considered and all necessary actions completed.

    *More about these roles in D1.

    The assessing questions are a means of reflecting upon each stage of the process to establish

    if all data required has been gathered, the team composition remains relevant, records are

    kept and that communication is appropriate. It also gives the team the opportunity to reflect

    on what went well and what would need to be changed next time.

    Samples of assessing questions are included in this workbook and a more complete listing is

    available in a separate document.

    See Global 8D Assessing Questions.

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    The Global 8D problem solving process

    Recognise Individual and Group Contributions

    D8

    Prevent Recurrence

    D7

    Implement & Verify Permanent Corrective Actions (PCAs)

    D6

    Choose & Verify Permanent Corrective Actions (PCAs)

    D5

    Define and Verify Root Cause & Escape Point

    D4

    Develop the Interim Containment Action

    D3

    Describe the Problem

    D2

    Establish the Team

    D1

    Prepare for the Global 8D Process

    D0

    Act

    Ch

    eck

    Do

    P

    lan

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    D0 - Prepare for Global 8D Process Flow

    YES

    YESNO

    NO

    YES

    INPUT

    Awareness of

    the symptom

    Define and quantify

    symptom; identify

    customer and

    affected parties

    Select ERA

    and verify

    Address symptom

    using other

    methods

    Is an Emergency

    Response Action

    required?

    Initiate the

    Ford Global

    8D process

    Does the

    proposed G8D

    meet the application

    criteria?

    Will the new

    G8D duplicate

    an existing

    G8D?

    Provide data to

    existing G8D team

    YES

    OUTPUT

    G8D process

    initiated

    Gather and

    review available

    data

    Do we

    have enough

    information?

    NO

    ERA

    verified?

    ERA

    validated?

    Develop action

    plan, implement

    and validate ERA

    No

    No

    YES

    YES

    NO

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    D0 Prepare for G8D There are number of activities within this first step: -

    Define and quantify the symptom

    Identify the customer and other affected parties

    Protect the customer

    Determine if the problem warrants the effort of a full G8D process.

    Define and quantify the symptom

    The symptom is that which is being experienced in terms of an unwanted outcome and can be

    described using data to identify the gap between expected and actual outcome.

    Example: A bakery is experiencing a variation in the weight of a sliced loaf (this is the

    symptom). The symptom has been defined and quantified as follows. The weight

    specification is being breached by + 45 grams in 8% of all white medium sliced loaves.

    Identify the customer and other parties affected by the symptom

    The customer could be either an internal or external customer.

    Who is feeling the pain or will be affected by the symptom? Is it the next operation/process, a

    process further down the line, an intermediary or the end customer? What about other

    parties that may be affected indirectly by the symptom?

    In identifying all of these affected parties we now know who to protect which will have an

    impact on the how we go about protecting them.

    Protect the customer

    Protect the customer from the effects of the problem (symptom) by introducing an

    Emergency Response Action (ERA). Depending on the complexity of the problem there

    may be more than one ERA required.

    Once an ERA has been identified it must be verified as being effective, before full

    implementation, to ensure that it stops the symptom reaching the customer.

    Verification must evidence that by installing the ERA the effects of the problem are removed

    and when taken away, they return.

    By its nature, an ERA will add cost so it is important to progress the problem solving effort as

    quickly as possible.

    An ERA will be an additional operation within the business process and could include any of

    the following activities: -

    100% inspection

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    Rework

    Additional operations Field service action

    The Deming Cycle of Plan Do Check Act is used to plan and implement the ERA. This

    is a core methodology and is used throughout the G8D and other quality improvement methodologies. The way that it is applied in this case is:

    PLAN establish a plan for the communication, verification, implementation and validation of the ERA. Ensure that operational instructions (standard operating procedure) and training

    have been included as part of the communication. Ensure the plan includes actions to be taken if the ERA fails validation.

    DO implement the ERA according to the plan

    CHECK verify the ERA

    ACT review outcomes and take actions to validate that an effective ERA is in place.

    By their nature, ERAs will add cost and complexity to the product or service but does protect the customer from the effect (symptom) of the problem and buys valuable time for the

    problem to be resolved at root cause level.

    Determine if the problem warrants the effort of a full G8D process

    The G8D process is a team based problem solving methodology. Team members will be

    involved, some times over long periods of time. So if the problem meets the following

    criteria, the G8D process is used.

    Have a definition of the symptom(s). That is, the symptom has been quantified.

    Have identified the customer(s) and affected parties who experienced the symptom(s).

    Have measurements to quantify the symptom(s) and demonstrate that a performance

    gap exists, and/or that the priority (severity, urgency, growth) of the symptom warrants initiation of the process.

    Have an unknown cause.

    Has management commitment to dedicating the necessary resources to fix the problem at root cause level and to prevent recurrence.

    Have a problem symptom complexity that exceeds the ability of one person to resolve the problem.

    If any of the above are not met then a practical problem solving method should be applied.

    E.g. 5Ys analysis (also see process flow for D0).

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    Complete the G8D report

    The G8D report has is a reporting summary for the G8D process efforts and is designed to be

    completed at each stage of the process.

    The report is laid out to facilitate a summary report at each

    stage of the process and is fully supported by all the data

    and activity reports that will be generated as a result of the

    problem solving effort.

    The G8D report cannot be fully completed without the

    problem solving effort having identified the root cause or

    root causes and the necessary corrective actions having

    taken place.

    At every stage the necessary data and information needs to

    be gathered and recorded to ensure the corrective actions

    are effective.

    Assessing Questions

    At the end of each stage there are a number of assessing questions that should be asked by

    the team leader or G8D Champion to ensure that all the factors have been considered and

    all necessary actions completed.

    The assessing questions at the end of D0 include:

    Are Emergency Response Actions necessary?

    Is a Service Action required as part of the emergency response? How well does the proposed G8D meet the Application Criteria?

    o Is there a definition of the symptom(s)?

    o Has (have) the G8D customer(s) who experienced the symptom(s) and, when appropriate, the affected parties, been identified?

    o Have measurements taken to quantify the symptom(s) demonstrated that a performance gap exists AND/OR has the priority (severity, urgency, growth) of the symptom warranted initiation of the process?

    o Is the cause unknown? o Is management committed to dedicating the necessary resources to fix the

    problem at the root-cause level and to prevent recurrence? o Does the symptom complexity exceed the ability of one person to resolve the

    problem?

    Will the new G8D duplicate an existing G8D? How was the Emergency Response Action verified?

    How was the Emergency Response Action validated?

    Service Action:

    A service action is described as any action necessary on product in the field to minimise the

    effect of the problem for the customer.

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    D1 - Establish the Team Process Flow

    Determine skills and

    knowledge team will

    need

    Select team members

    Establish operating

    procedures and

    working relationships

    of the team

    OUTPUT

    Team Established

    Establish team goals

    and membership roles

    Identify Champion

    Identify Team Leader

    INPUT

    8D Process Initiated

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    D1 - Establish the G8D Team

    In D0 you will have established that the symptom

    is too complex for one person to resolve. Having

    an effective team is crucial to the success of the

    G8D problem solving effort.

    G8D requires a multidiscipline and experienced team to be able to provide the effort and

    knowledge needed in getting to the root cause of the problem. This is the goal of all problem

    solving methodologies.

    In this step of the G8D process we need to consider:

    Team skills

    Team roles

    Team responsibilities

    Having established management support for the G8D process it is important that the right

    people are released at the right time.

    A definition of a team: A team is a small number of people with complementary

    skills who are committed to a common purpose, performance goal and approach for

    which they hold themselves mutually responsible.

    ..in other words a cohesive team.

    Team Skills (and knowledge)

    The skills that the team members require will include, but are not restricted to: -

    Knowledge of the process where the problem has manifested itself

    Knowledge of the item (part, sub-assembly, outcome)

    Technical knowledge of the item under analysis

    Customer usage and application knowledge (internal or external customers)

    Decision making

    Conflict resolution

    Communication skills

    Data analysis skills

    The makeup of the team will depend upon the initial perception of the problem. However, the

    team composition may need to change during the G8D process. This is because the teams

    understanding of the problem will grow and as it does may need additional or different skills

    to help resolve the process.

    Team Roles

    There are a number of roles in effective teamwork, that when applied in the spirit of

    supporting the team, ensure that the team has the very best chance of success.

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    The required team roles are: -

    Champion: the champion will normally be the responsible internal person that is feeling the

    pain of the problem. The champion will not normally attend the meetings but will support the

    team, in particular gaining access to the resources required for the problem solving effort.

    Team Leader: the team leaders role is to manage the business of the team for the team.

    The activities will include setting the agenda, arranging the meeting venue, managing the

    activities and communicating with the champion.

    Time Manager: this is not a time keeper. The time manger takes on the responsibility on

    behalf of the team to manage the allotted team meeting time. Working with the team leader,

    they will issue a timed agenda, allocating fixed times for each topic on the agenda.

    During the meeting, the time manager will advise the team of remaining time for each

    subject and, with the team, agree amendments on a running basis if a topic is running over

    and considered important enough to do so.

    Scribe: is the person that captures the outcomes of the meeting as agreed by the team and

    publishes on behalf of the team.

    Facilitator: the facilitator looks after the team process and ensures that everyone is

    involved in the process steps and captures what went well for the team members.

    G8D Coach this is optional, but recommended where some or all of the team members

    have little or no experience of the G8D process application. This should be an internal

    resource where ever possible to maximise the problem solving effort.

    Team Responsibilities

    The responsibilities of the individual team members will be allocated by the team and will

    involve some or all of the following: -

    Data collection

    Data analysis

    Decision making processes

    Experimentation

    Solution verification and validation

    Modelling Managing resources

    Planning and implementation of solution (Plan-Do-Check-Act)

    Communication

    These are the common skills which are required in addition to the general problem solving

    and technical skills needed to contribute to the problem solving effort.

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    Complete the G8D report (Template)

    At this stage the G8D Report is completed by the

    team and circulated to all interested parties.

    Circulation of the G8D report will vary at different

    stages of the G8D process and will normally be

    agreed with the Champion before circulation.

    Consider establishing the core circulation list

    (those individuals that need to be aware of progress)

    and a specific circulation list (those individuals

    that need to be informed or involved at certain

    stages)

    At this stage the team membership and roles are

    recorded.

    Assessing Questions

    Are the people affected by the problem represented? Is the team large enough to include all necessary input, but small enough to act

    effectively?

    Does the team membership reflect the problem's current status? What special skills or experience will the team require in order to function correctly?

    Is the team composition correct to proceed to the next step? How will the teams information be communicated internally and externally? Do all members agree with and understand the team's goals?

    Has the designated Champion of the team been identified? Has the Team Leader been identified?

    Are team members roles and responsibilities clear? Is a G8D Coach needed to coach the process and manage team consensus? Have all the measurables been established?

    Question Log

    A simple but effective aid for the team is a question log. This is used to identify any gaps in

    current knowledge and includes who has agreed to get the question closed (answered) for the team. The following is an example of a question log.

    Date

    Raised

    Raised

    By

    Question/Information Required Action

    owner

    Due

    Date

    Date

    Closed

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    D2 - Describe the Problem Process Flow

    Document problem

    statement

    OUTPUT

    Problem Description

    Review problem

    description with

    customer and affected

    parties

    Review available data

    State symptom as an

    object and a defect

    INPUT

    Team Established

    Can symptom

    be subdivided?

    YES

    NO

    Does problem

    describe a

    "never been there"

    situation?

    Identify process flow

    Identify additional data

    required

    NO

    YES

    Use G8D

    process ?

    Supplement

    G8D process

    with alternative

    methods?

    Use alternative methods

    (e.g., DOE, process

    improvement approaches,

    innovation)

    Suspend

    G8D

    NOGo to D0,

    Application Criteria

    Step, for

    Each Symptom NO

    NO

    YES

    YES

    Use alternative methods

    (e.g., DOE, process

    improvement approaches,

    innovation)

    YES

    Does problem

    describe a

    "something changed"

    situation?

    Collect & analyze

    additional data

    Do we know

    cause?

    (Repeated Whys)

    Initiate development of

    problem description

    (IS/IS NOT)

    NO

    YES

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    D2 Describe the Problem

    Problem description is a process for digging down into the problem and getting a more

    detailed and refined understanding of the problem.

    At this stage of the problem solving process we are looking to provide concise data about the

    problem and determine the exact nature of the problem.

    A common issue in any problem solving activity is distinguishing between the problem and

    the symptom of the problem.

    Describing the problem is carried out in two stages: -

    Problem Statement - A concise statement that identifies the object experiencing the

    defect and the nature of the defect (the defect will typically be a symptom for which the

    cause is unknown). The problem statement described clearly what is wrong (the symptom)

    with what (the object).

    Problem Description - Established by determining what, where, when, how big and uses

    the Is/Is Not form to drive this part of the process.

    Problem Statement

    At this stage it is important to note that problem solving is about taking all of the data and

    information around the problem (or symptom) and drilling down using a structured process

    and a multi-disciplined team. However, if assumptions are made without gathering the data,

    too often the symptom may well become the focus of the effort rather than the problem

    itself.

    Using a couple of simple examples to explain how assumptions are made,

    Example 1:

    Scenario: Every time I put the wall mounted heater on in the kitchen it trips the circuit

    breaker.

    Assumption: Obviously the heater and the symptom (or effect) being tripped circuit breaker,

    isnt it?

    Rationale: There is not enough information at this stage. For instance:

    It may be an issue with the outlet socket It might be that the ring main is overloaded

    It might be that the trip is faulty It might be an earth fault in the circuit

    And so on.

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    Example 2:

    Scenario: the press shop has been reporting problems with components not being ejected

    properly on one of four presses. We have changed the release agent and all the tools have

    been through tool maintenance over the weekend. We will have to change back to the old

    release agent.

    Assumption: the release agent is causing the problem

    Rationale: It could be any one of several things that could cause this to happen:

    The tools have been in maintenance..?

    Material supply variations (hardness/spring-back)

    Operator or setter error

    These are both simple examples of how easy it is to jump to conclusions without having all of

    the facts.

    If we are to get to the bottom of the problem and fix it for good then we must be driven by

    facts and not assumptions (data).

    Starting with the problem statement, we must ensure we keep focused on what we know.

    So using the above example 1, what we actually know at this point, using the sentencing

    technique of what is wrong (the problem) with what (the object), our problem statement

    becomes the circuit breaker trips.

    So, if we assumed that the heater was faulty, scrapped it and bought a new one, would this

    necessarily solve the problem? At this point we dont actually know. However, think about a

    problem in the workplace and how expensive replacing an item could end up!

    Having established the problem statement, we now need to look at developing this to a full

    problem description.

    Problem Description

    A Problem Description is the output of a process that utilises the

    IS/IS NOT form to amplify the Problem Statement. This is the next

    step in better understanding the problem.

    This techniques looks at what the problem is and what the problem is

    not but logically could have been and looks to provide information

    on: -

    what the defect is/is not but could be

    where it does/does not occur but could

    when it does/does not occur but could

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    how big it is/is not but could be

    The IS/IS NOT process also identifies data that needs to be gathered where necessary to

    better understand the problem.

    Assessing Questions

    Has a specific Problem Statement been defined (object and defect)? Do you know for certain why that is occurring? Has IS/IS-NOT Analysis been performed (what, where, when, how big)?

    Are similar components and/or parts showing the same problem? Has the current process flow been identified? Does this process flow represent a

    change? Have all required data been collected and analysed? How does the ERA affect the data?

    Is there enough information to evaluate for potential root cause? Do you have physical evidence of the problem?

    Has the Problem Description been reviewed for completeness with the G8D customer and affected parties?(Has concurrence been obtained from the G8D customer and the affected parties?)

    Have all changes been documented (e. g., FMEA, control plan, process flow)? Do you have the right team composition to proceed to the next step?

    Have you reviewed the measurable(s)? Have you determined if a Service Action is required?

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    D3 - Develop the Interim Containment Action (ICA) Process Flow

    NO

    NO

    YES

    YES

    Develop action plan,

    implement and validate

    ICA

    OUTPUT

    ICAs Established

    Continue monitoring

    ICA effectiveness

    Evaluate ERA

    Identify & choose the

    "best" ICA and verify

    INPUT

    Problem Description

    Is

    ICA

    required?

    Go to D4NO

    YES

    ICA validated?

    ICA

    verified?

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    D3 Develop an Interim Containment Action (ICA) An ICA is as it states, interim. The Global 8D process drives learning about the problem to

    enable a fuller understanding of the problem so that, in some cases, a more cost effective containment action can be derived.

    Having clearly described the problem, the G8D team are now in a position to review the ERA (emergency response action) to determine if a more suitable and cost efficient containment

    action can be put in place. As with the ERA the ICA is used to: - To ensure the customer has minimal or no impact felt as a result of the problem symptom

    To buy time for the problem to be investigated and solved

    By its nature, an ICA will also be expensive to implement as it will probably involve an additional process. It is therefore important to establish specific criteria for selection of the

    ICA. The ICA being introduced could include: -

    100% Inspection Introducing a substitute process Rework

    Field service action

    As can be seen, any one of these actions would add considerable cost, however they are necessary to protect the customer. Remember that some of the above actions are not 100%

    effective, even 100% inspection is subject to variation.

    Example: An automotive manufacturer was experiencing water leaks between the inner and outer front wing of a vehicle under water test at the factory. The ERA was to add a thin bead

    of mastic sealant the whole length of the inner wing before welding the inner and outer together. Once the problem was better understood the length of the mastic sealant applied was reduced to one smaller area, the ICA. When making several hundred a day, these few

    seconds and material savings were significant.

    The choosing and implementation of the ICA uses the Deming Cycle of Plan Do Check Act. PLAN Choose the most effective ICA and plan its implementation. This will involve verifying that the ICA is effective and that all the necessary work instructions, resources and equipment are made available, on time. It is

    important to ensure that the ICA is made official for accounting and operational purposes. The plan must also include the phased withdrawal of the ERA

    DO - Implement the ICA as per the plan, ensuring that the action is clearly communicated at

    operational and management levels. At this stage the ERA is also removed. CHECK - Check that the ICA has been implemented exactly according to the plan (including

    the withdrawal of the ERA) and that it continues to be effective. It is also important to validate that there are no other side effects introduced as a result of the ICA.

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    ACT Take action to ensure ICA remains effective and sustained within daily operations as necessary. In some cases the feedback after implementation of the ICA may require further action to rectify other issues.

    Complete the G8D Form (Template)

    Complete the Global 8D form and circulate. Remember to update team

    composition for any changes that are made at the end of this stage.

    The G8D form is a summary of the problem solving activity and is supported by all of the other worksheets, data and supporting information that is generated as a result of the problem solving activity.

    Ensure that a a full account of the ICA and supporting documents are

    alailable to support this summary.

    Assessing Questions

    Are ICAs required?

    What can you learn from the ERA that will help in the selection of the best ICA? Has the question log been updated?

    Have the appropriate departments been involved in the planning of this decision? Based on the criteria established, does the ICA provide the best balance of benefits and

    risks?

    How does this choice satisfy the following conditions? The ICA protects the customer from the effect. The ICA is verified. The ICA is cost-effective and easy to implement.

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    D4 - Define and Verify Root Cause and Escape Point

    (Part 1 of 3) Process Flow

    Review & update

    problem description

    Study the process:

    inputs, outputs,

    possible causes

    Evaluate each cause

    on the possible cause

    list

    Can cause be

    verified?

    (Make problem

    come and go?)

    Finalized potential

    root-cause list

    Is there

    more than one

    potential root

    cause?

    Does the item

    account for all

    known data?

    Cannot be considered

    for the potential

    root-cause list

    Root cause unknown:

    evaluate effects of each

    potential root cause &

    interactions;

    assign percent

    contribution

    Escape

    Flow

    Root Cause

    Flow

    INPUT

    ICA Implemented

    NO

    YES

    YES

    NO

    NO

    YES

    Acknowledge the

    verified root cause

    OUTPUT

    Verified Root Cause

    Root Cause

    Flow Part 2

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    D4 - Define and Verify Root Cause and Escape Point

    (Part 2 of 3) Process Flow

    NO

    YES

    Evaluate alternative

    methods with

    Champion (e.g., DOE,

    process imp.

    approaches)

    Use G8D

    process ?

    Supplement G8D

    process with alternative

    methods?

    Go to D2

    Use alternative methods

    (e.g., DOE, process imp.

    approaches, innovation,

    robust design)

    Suspend

    G8D

    Use alternative methods

    (e.g., DOE, process imp.

    approaches, innovation,

    robust design)

    YES

    NO

    Do we need to initiate

    separate G8D's for each

    potential root cause

    identified?

    Do the items on the

    potential root-cause

    list total approximately 100%

    contribution to the

    problem?

    YES

    NO

    YES

    NO

    Escape

    Flow

    Acknowledge the

    verified potential

    root-cause list

    OUTPUT

    Verified Potential

    Root-Cause List

    Root Cause

    Flow Part 2

    NO

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    D4 - Define and Verify Root Cause and Escape Point

    (Part 3 of 3) Process Flow

    NO

    Review process flow &

    identify control points for

    root cause and each

    potential root cause

    Escape

    Flow

    Is the control point

    still capable of

    detecting the

    problem?

    Identify control point

    closest to the root

    cause/potential root

    cause

    Acknowledge the

    control point as verified

    escape point

    OUTPUT

    Verified Escape Point

    Acknowledge the

    control system as

    not capable

    Acknowledge need

    for improved

    control system

    OUTPUT

    Acknowledged

    Need for Improved

    Control System

    YES

    Does a control

    system exist to

    detect the

    problem?

    NO

    YES

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    D4 Define and Verify Root Cause and Escape Point

    At this stage in the G8D problem solving process you have now established the Interim Containment Action (ICA) thus buying some valuable time to concentrate on solving the

    problem permanently. Also you will have reviewed the team composition to ensure that all

    the right skills and experience is available for the next step in the problem solving effort.

    There are two key definitions that need to be fully understood as corner stones of this part of the G8D process step.

    Root Cause: - the lowest level event that can be attributed and proven as that which caused

    the problem to occur

    Escape Point: - the place in the process where the root cause of the problem went

    undetected allowing the problem to occur

    The Global 8D process uses a number of forms to help drive this process and are as follows: -

    Differences and changes worksheet

    Possible causes worksheet

    Possible root causes worksheet

    These sheets are used to drive the discussions and problem solving efforts and form part of

    the process for narrowing down causal theories to the root cause.

    As already mentioned, the G8D

    process is structured in a way that

    drives down from the effect or

    symptom, to the problem and then

    the root cause. Like a funnel, the

    process is about filtering out all the

    theories and ideas using facts (data

    driven) to be able to find and verify

    the root cause.

    The object of all problem solving is to get to root cause and then take action to correct and

    sustain the improvement.

    Define Root Cause

    To explain the process we recommend the use of the worksheets to aid understanding. In this

    section we have used sections of the worksheets to demonstrate how they are used.

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    STEP 1 Define what is different about the IS compared to the

    IS NOT

    For this step we use the differences and

    changes worksheet to help drive the process.

    This model shows the Is/Is Not worksheet

    and the Differences and Changes

    Worksheet side by side.

    You will notice that the Is/Is Not and the

    Differences and Changes worksheets align. The

    reason for this is that the question is asked for

    each entry on the Is/Is Not form what is

    different in, on or around the IS when

    compared with the IS NOT is for each entry

    on the IS/IS NOT worksheet.

    Fundamentally there must be differences between the IS and the IS NOT or

    both would have the problem.

    Then we need to ask the question what has changed in, on or around the IS. Something

    must have changed or the problem would have always been there. This must be factual so its

    OK to generate a question log or ask a team member to go and find out.

    A useful tool that can be used to record this information is a time line. A time line is used to

    record all events in and around the problem.

    Example: A company making lamp shades is experiencing a paint problem. The significant

    events are recorded on a time line: -

    Time

    The time line would be drawn up from the data already known (date problem first seen etc.)

    and would reflect all the changes or significant events that had occurred around that time.

    This is used to filter out possible causal theories later in the process by identifying what could

    possibly have caused the problem and (by virtue of the time line) what could not have caused

    the problem.

    New

    hooks

    New staff New dryer Rook leak

    over plant

    New

    electrical

    earth

    installed

    Plant

    cleaned

    New paint

    batch

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    STEP 2 Develop possible causal theories

    The Possible Cause Worksheet is used to record each root

    cause theory.

    First brainstorm the possible causes and record on a separate

    media.

    For each of the causes develop a causal theory that explains how

    that possible cause would result in the problem being

    experienced.

    A causal theory is developed for each of the brainstormed ideas

    and written up onto the worksheet.

    NOTE: again this worksheet aligns with the previous 2 as the

    process is driven by the differences and changes around the IS

    when compared to the IS NOT. Therefore the causal theories

    are developed in line also.

    STEP 3 Establish Possible Root Causes

    Using the Possible Root Causes Worksheet (which is again aligned

    to the Is/Is Not worksheet), ask for each causal theory the

    question for each entry on the Is/Is Not worksheet, does this

    explain the reason why the problem exists on the IS and not on

    the IS NOT.

    For each time the answer is yes put a plus (+) sign. If you do

    not know or need to find out put a question mark (?). If the

    answer is no, put a minus sign (-).

    When a no is established then this possible cause cannot be a

    possible root cause. Move onto the next causal theory. Complete

    this for all causal theories. The results you will be left with are all

    of the possible route causes.

    This is where the time line can be used to great effect. If, when looking at developing the

    possible root causes we find that the time line shows that this could not be the case, then we

    can move onto the next causal theory.

    This is a complex step in the problem solving process and needs diligence on the part of the

    G8D Team members to ensure assumptions are not made. If in doubt, go and find out!

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    STEP 4 Verify Possible Root Causes

    For each of the possible root causes, there now needs to be a practical activity to verify the

    possible root cause. This should be carried out in practical terms wherever possible. However,

    in some instances modelling may be required.

    If the possible root cause is introduced then this should switch the problem on. Once the

    possible root cause has been removed, this should switch the problem off.

    This should be a planned activity in that the resources needed for the verification

    exercise. Again the Deming Cycle of Plan Do Check Act (PDCA) should be used for

    this activity.

    The plan should include the removal of the ICA during this verification process to

    ensure that the effect of the introduction and removal of the possible root cause is not

    masked by the ICA.

    Define and Verify Escape Point

    Having now identified and verified the root cause, we now need to determine where in the

    process the problem was allowed to escape from (this is a review of the control processes).

    Review the process flow and identify control points for the root cause and the possible

    root causes ensure that the reason for the root cause escape is corrected and to

    prevent any of the possible root causes escaping in the future.

    Identify control point closest to root cause and potential root causes what controls

    currently exist that are close to the point that the cause escaped.

    Acknowledge the control point as the escape point confirm that this is the point at

    which the problem escaped.

    Record the verified escape point and identify opportunities for improvement of the

    control system/s

    Complete the G8D Form (Template)

    Complete the Global 8D form and circulate. Remember to update team composition for any changes that are made at the end of this stage. The G8D form is a summary of the problem solving activity and is

    suppoirted by all of the other worksheets, data and supporting information (including the root cause analysis worksheets above) that is

    generated as a result of the Global 8D problem solving activity.

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    Assessing Questions

    Is there a root cause (a single verified reason that accounts for the problem)?

    How did you verify this root cause?

    Is there more than one potential root cause?

    Has each item been verified (used to make the effect come and go)?

    Does a control system exist to detect the problem?

    Has the current control system been identified?

    Has it been verified that the control system is capable of detecting the problem?

    Is there a need to improve the control system?

    Have all changes been documented (e. g., FMEA, control plan, process flow)?

    Do you have the right team composition to proceed to the next step?

    Have you reviewed the measurable(s)?

    Have you determined if a Service Action is required?

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    D5 - Choose and Verify Permanent Corrective

    Actions (PCAs) for Root Cause and Escape Point Process Flow

    NO

    YES YES

    Establish

    decision criteria

    Identify

    possible actions

    Choose the "best"

    Permanent Corrective

    Action (PCA)

    Identify

    possible actions

    including ICA

    Establish

    decision criteria

    Choose the "best"

    Permanent Corrective

    Action (PCA)

    Root Cause

    Flow

    Escape

    Flow

    INPUT

    Verified Root Cause

    INPUT

    Verified Escape Point

    or Acknowleged Need

    for Improved

    Control System

    Re-evaluate

    ICA & PCA for escape

    point

    Identify possible

    actions that improve

    ICA

    OUTPUT

    Verified PCA for

    Root Cause

    OUTPUT

    Verified PCA for

    Escape Point

    Testing

    verifies the

    PCA?

    Testing

    verifies the

    PCA?NO

    Champion

    concurs in PCA

    selection?

    NO

    YES

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    D5 Chose and Verify Permanent Corrective Actions (PCAs)

    Having determined the root cause/s of the problem and the escape point you are now in a

    position to determine and choose the most appropriate Permanent Corrective Action (PCA). PCAs need to be considered for both the root cause and the escape point. The PCA needs to meet several requirements that satisfy both customer and business needs.

    Given that there may be a number of possible permanent corrective actions that may be applied, the most appropriate PCA must be arrived at. With this in mind you will need a process for making this decision

    Define Permanent Corrective Actions

    Having identified the root cause of the problem under investigation, the team will have the data and information on hand to determine what corrective action options might be available

    to implement. These are all considered and articulated in such a ways as to ensure that all the necessary steps needed to remove and protect against the root cause have been considered.

    Choose the Permanent Corrective Action

    For this activity we will consider two levels of needs: -

    Givens those criterion that must be met (mandatory) and that are measureable and realistic to achieve

    Wants those criterion that are nice to have but not necessarily critical

    Examples

    Givens could be: -

    Must be implemented within three months Must not cost more than 25,000 to set up

    Must be able to continue delivering product during implementation

    Must solve the root cause of the problem permanently

    Wants could be: - To be cost effective in the first year of operation (Set up costs plus running costs within

    the first year) To be introduced as soon as possible To be implemented without overtime

    To have zero impact on energy consumption To work on both lines simultaneously

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    For this activity we use the decision making worksheets (there are two worksheets in the

    series, one is for recording the criterion and the second is for assessing how well each option meets these criterion).

    The Givens and Wants are normally established at management level because budgets will

    need to be set for the improvement activity which will require management approval. Other business requirements will also need to be considered at management level.

    Using the Criteria Worksheet opposite, the Wants are scored in terms of relative importance, 10 being the highest. This score will be

    used as part of the choosing process. The Givens are not scored as they are conditions that must be met

    for the corrective action to be acceptable to the business.

    This worksheet is used for recording and ranking the Givens and recording the Wants (These are normally populated by the business management team).

    Having been provided with the Givens and Wants, you can now rank each PCA against these

    criteria. To help this process we use the Decision Making Worksheet.

    The Decision Making Worksheets are used to rank each of the PCAs by first determining if the PCA meets all of the givens. If the PCA does not meet all of the givens, then it cannot be progressed in its current form.

    Then for those possible PCAs that meet the Givens, the Wants are scored as to how well the PCA achieves each criteria.10 is completely and 0 is not at all. The scores are added up and this summative score is used to rank the

    PCAs.

    The highest scoring PCA option is normally the one chosen to move forward with.

    Verify the PCA

    Finally the G8D Team must verify that the PCA will eliminate the root cause permanently.

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    Complete the G8D Form (Template)

    Complete the Global 8D form and circulate. Remember to update team composition for any changes that are made at the end of this stage. The G8D form is a summary of the problem solving activity and is

    suppoirted by all of the other worksheets, data and supporting information (including the givens and wants worksheets) that is

    generated as a results of the problem solving activity.

    D5 - Assessing Questions

    Have the criteria been established for choosing a PCA for the root cause and escape

    point?

    What risks are associated with this decision and how should they be managed?

    Does the Champion concur with the PCA selections?

    What evidence (proof) do you have that this will resolve the problem at the root-cause

    level?

    Did our verification methods make allowances for variations in the frequency (or

    patterns) created by the cause?

    What are the possibilities that this choice, once implemented, will create other

    problems?

    Have all changes been documented (e. g., FMEA, control plan, process flow)?

    Do you have the right team composition to proceed to the next step?

    Have you reviewed the measurable(s)?

    Have you determined if a Service Action is required?

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    D6 - Implement and Validate Permanent Corrective

    Actions (PCAs) Process Flow

    Develop action plan for

    PCA

    Implement

    PCA plan

    Remove ICA and

    evaluate PCA for

    escape point

    Implement

    PCA plan

    Develop action plan for

    PCA

    Remove Interim

    Containment Actions

    Perform validation Perform validation

    Confirm with customer,

    using the symptom

    measurable, that the

    symptom has been

    eliminated

    Root Cause

    Flow

    Escape

    Flow

    INPUT

    Verified PCA for

    Root Cause

    INPUT

    Verified PCA for

    Escape Point

    OUTPUT

    Implemented PCAs

    and Validation Data

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    D6 - Implement and Validate the Permanent

    Corrective Action

    Having now established and verified the best PCAs for the root cause and escape point, the

    next step is the implementation of the PCAs.

    To do this we employ the Deming Cycle of Plan Do Check Act to ensure successful

    implementation.

    The Global 8D problem solving process is a structured approach to getting to the root cause

    and the escape point and taking actions to ensure that these are eradicated permanently

    through effective controls and actions that are embedded in the operations of the business.

    Implement and Validate the PCAs

    The Deming Cycle has been used at various stages throughout the Global 8D process.

    It starts with the G8D form and is used at various steps through the process.

    In this current step the cycle is used to: -

    PLAN The implementation of the Permanent Corrective Action (PCA) giving particular

    attention to:-

    Plan for validation of the PCA

    Plan to remove the Interim Containment Action (ICA) as part of implementation of the

    PCA

    Integrate check for side effects

    Plan for continued monitoring of effectiveness of the PCAs

    Plan for all the necessary resources

    Plan for all documentation, process instructions, training and communication for the

    implementation of the PCAs

    Define clearly the what, when, how, who and where (team roles and responsibilities)

    DO Initiate the implementation plan for both the root cause and escape point, ensuring that

    all the necessary steps have been managed and adhered to.

    CHECK Check that the PCAs have been fully implemented and integrated into the

    operational and business processes. Validate the PVAs for both the root cause and escape

    points (see item below on validation). Validation will be carried out at this stage and on an

    on-going basis.

    The measures for effectiveness of the PCAs should use the same measurables that we used

    to describe the problem. In other words comparing like for like data.

    ACT Take actions on any variation from the plan or expected outcomes.

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    Validation

    Validation is proof that is developed after implementation has taken place, over a period of

    time. Validation must: -

    Follow successful verification

    Provide a data driven comparison before and after implementation

    Check that the implementation does not introduce a new problem or side effects

    Validation: -

    Is normally performed under defined operating conditions on the final product or

    process

    May be necessary in earlier stages prior to product completion

    Uses the same indicators that demonstrated the problem and must be easy to track.

    Complete the G8D Report (Template)

    Complete the Global 8D form and circulate. Remember to update team

    composition for any changes that are made at the end of this stage. The G8D form is a summary of the problem solving activity and is supported by all of the other worksheets, data and supporting

    information including the validation results that are generated as a result of the problem solving activity.

    Assessing Questions

    Are representatives of those departments necessary to implement the ICA on your team to plan and implement their parts?

    What customer and/or supplier involvement is needed?

    Has an action plan been clearly defined and communicated (responsibilities assigned, timing established, required support determined)?

    Do you have the necessary resources to implement this plan? What are appropriate contingency actions? What will trigger our contingency actions?

    How are you monitoring completion of the plan? What training will be required?

    What measurable(s) will be used to validate the outcome of the PCAs (both short-term and long-term)?

    Have all systems, practices, procedures, documents, etc. been updated?

    Have all changes been documented (e. g., FMEA, control plan, process flow)? Do you have the right team composition to proceed to the next step?

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    D7 - Prevent Recurrence Process Flow

    NO

    Analyze how this

    problem occurred and

    escaped

    OUTPUT

    Prevent Actions for

    Similar Problems

    Analyze how similar

    problems could be

    addressed

    Review the

    history of the problem

    INPUT

    Implemented PCAs

    and Validation Data

    Identify and choose

    Prevent Actions

    Verify

    Prevent Actions

    Identify affected parties

    & opportunities for

    similar problems to

    occur and escape

    Are the

    Prevent Actions

    effective?

    Develop

    action plan

    Implement Prevent

    Actions

    Develop systemic

    prevent

    recommendations

    Present systemic

    prevent

    recommendations to

    process owner

    YES

    OUTPUT

    Prevent Actions for

    Present Problem

    OUTPUT

    Systemic Prevent

    Recommendations

    Identify the system's

    policies, practices and

    procedures that allowed

    this problem to occur and

    escape to the customerChampion agree with

    identified

    Prevent Actions? NO

    YES

    Lessons

    Learned

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    D7 - Prevent Recurrence

    Astute problem solvers know that whenever a problem occurs there is normally a procedure,

    policy or practice (systemic) that has allowed it to happen. We call this the root cause of the

    root cause. This needs to be established and resolved.

    Just as important is recognition of the problem solving effort that has been afforded by the

    G8D Team and other individuals in the business.

    Prevent Recurrence

    As stated above, the next step is to examine the evidence established during the problem

    solving process and establish the policies, procedures and practices that led to this particular

    problem. For this we use a problem solving tool called 5 Whys (sometimes called stair

    stepping).

    In essence this involves asking the question why of the root cause until the root cause of the root cause is established. The question may be asked more or less than 5 times, it does

    not have to be 5!

    Example: A small engineering company had problems with hole positions being out of

    tolerance in some instances. Having masked the problem for some time with constant drill

    changes, the problem solving team discovered the root cause as being a worn spindle

    bearing. The 5Ys exercise went something like this: -

    WHY was the bearing worn?

    BECAUSE it had become dry

    WHY did the bearing become dry?

    BECAUSE the operator did not carry out shift autonomous maintenance routines fully

    WHY didnt the operator follow maintenance routine fully?

    BECAUSE he was not properly trained during induction

    WHY was he not trained on induction?

    BECAUSE his induction programme missed this off the sheet

    WHY was this missing from the sheet?

    BECAUSE the induction plan was not signed off by Engineering (Root Cause)

    In fact, the induction process allowed for any manager to sign the induction plan (the

    systemic issue). The induction planning was changed to require function based sign off.

    These systemic issues need to be fixed. The goal is to change the system that allowed the

    problem to occur in the first place and to prevent similar problems from happening.

    Because these systemic issues are normally beyond the brief of the G8D team, these changes

    are made at management level. However the team does have the opportunity to offer

    recommendations for systemic improvements.

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    Complete the G8D Report Form

    In this activity the team ensures that the completed 8D report is

    circulated to all concerned detailing all the above activities including the

    recommendations for systemic changes.

    Assessing Questions

    What needs to be done differently to prevent recurrence of the root cause? What needs to be done differently to prevent recurrence of the escape?

    What evidence exists that indicates the need for a process improvement approach? What progress check points have been defined to assess system improvements?

    What management policy, system or procedure allowed this problem to occur or escape?

    Who has responsibility for these practices?

    Does the current Champion agree with the systemic prevent recommendations of the team?

    Have all changes been documented (e. g., FMEA, control plan, process flow)? Have you determined if a Service Action is required?

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    D8 - Recognise Individual and Group Contributions

    Process Flow

    Review the team's process

    and document lessons

    learned

    Recognize the entire

    team's collective efforts in

    solving the problem

    Mutually recognize all

    contributions to the

    problem-solving process

    Celebrate completion of

    team's task

    OUTPUT

    8D Completed

    Team Closure

    INPUT

    Prevent Actions for

    Similar Problems

    INPUT

    Prevent Actions for

    Present Problem

    INPUT

    Systemic Prevent

    Recommendations

    Select key documents and

    provide for their retention

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    Recognise Individual and Group Contributions

    The application of the process requires skills and

    experience of the business to be able to make progress

    towards a satisfactory problem resolution. These skills

    and experiences are the reason the team members are selected.

    The problem solving process drives improved data-driven understanding of the problem at

    each step of the process. As more is understood about the problem, root cause and

    resolution, different skills and experiences will need to be drafted in at various stages

    throughout the process.

    Recognising the effort of the team and other individuals involved is important as it tends to

    reinforce behaviour and self-esteem.

    Completing unfinished business

    Making sure all the problem solving activities have been completed and includes

    Finalising and archiving documentation

    Recognising technical lessons learned

    Making final presentation to the Champion

    Expressing experiences from team member to team members (Cooperative Learning)

    Archiving all the lessons learnt from the problem solving effort

    Ensuring all other related documentation is revisited and up to date (e.g. FMEAs,

    Control Plans, etc.)

    Closure Process

    In this final activity the team ensures that the completed 8D report is

    circulated to all concerned detailing all the above activities including the

    recommendations for systemic changes.

    Assessing Questions

    Has the G8D report been updated and published? Is the G8D paperwork completed and have other members of the organisation (who

    have a need to know), and the customer, been informed of the status of this 8D?

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    Is the G8D report and its attachments retained in your historical file system?

    Is there a complete list of all team members, current and past? Were there significant contributions by individual team members? What were they?

    Have all current and past team members being recognised? Do the results achieved by the team warrant some publicity (e. g., company

    newsletter)? What have you learned as individuals and as a team? How did the organisation benefit by the completion of this G8D process?

    What was done well? Are there changes to the business practices that should be considered, based on the

    learning in this G8D?

    Summary

    Global 8D should become a business process, like any other, and be integrated with design,

    operations and all other business and quality control activities. G8D is not a standalone

    methodology as it has inputs from other business processes and outputs beyond just solving

    the problem. As already stated, G8D needs to be fully integrated into the business to fully

    experience the benefits that a comprehensive problem solving methodology can bring to the

    business.

    Having read this workbook, take a look at the G8D case study to see how it is applied.

    See Global 8D Case Study Creative Lighting Company

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    Glossary Control Plan A control plan is a process management document that

    identifies all of the critical characteristics of a process, the

    process management tools and controls to be used. A

    good control plan will also identify reaction plans

    necessary when the process is out of control.

    Customer Any Person (internal or external) that receives the

    product or process. This includes the next process

    owner/operator, end user of the product or service or,

    other user/interface.

    DOE Design of Experiments A statistically reliable method of

    determining the effects of more than one change at a

    time whilst minimising the number of experimental runs

    required to establish sufficient reliable data upon which to

    base decisions.

    ERA Emergency Response Action. Ana action taken to protect

    the customer (internal or external) form the symptom (or

    effects) of the problem.

    Escape Point The point in the process where the problem escaped, the

    point at which it should have been detected or prevented

    but was not.

    Fish Bone Diagram A structured method for organising potential causes

    established in a brainstorming session. The structure is

    typically around the interaction categories e.g. Man,

    Environment, Process, Equipment, Materials.

    FMEA Failure Modes and Effects Analysis the analysis of

    potential failures within a design, process, system or

    machine. Establishes the priority of actions required to

    minimise the likelihood of failure. The analysis of the

    effects of failure.

    ICA Interim Containment Action. A considered and planned

    action to protect the customer. The ICA has the

    advantage of further /advance knowledge of the

    problem.

    Modelling A statistical process for the testing of ideas to determine

    probability of outcome.

    Noise Noise, is the total internal, external, environmental and

    customer usage variations that product will operate under

    during its intended life cycle.

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    PCA Permanent Corrective Action. The action that has been

    verified and validated to address the root cause of the

    problem.

    Process Flow The sequential transformation steps to progress a

    product or process outcome to the intended end product.

    Process Flow Diagram A graphical method for recording each stage of a process

    including inputs , outputs and measurables.

    Robust Design A design that has taken into consideration all the noise

    that it will encounter under usage conditions

    Service Action An action necessary on product or services in the field

    that are needed to protect the customer from the effects

    (or symptoms) of a problem.

    Stair Stepping Also known as 5 Ys, a process for drilling down to

    discover more about a problem and to move towards

    establishing root cause. The process involves asking

    repeated whys until no answer is forthcoming. See

    example on page 42.

    Symptom A quantifiable unwanted or unexpected outcome from a

    process or product.

    Index

  • 5

    5Y's Example 42

    C

    Champion - definition 17

    D

    D0 Prepare for the Global 8D Process 7

    D1 Establish the Team 7

    D2 Describe the Problem 7

    D3 Develop the Interim Containment Action (ICA) 8

    D6 Implement and Validate Permanent Corrective Actions (PCAs)

    8

    D7 Prevent Recurrence 8

    Deming Plan Do Check Act cycle 13, 32

    Deming Plan Do Check Act Cycle 24

    Differences and Changes Worksheet Example 30

    E

    Escape Point definition 29

    F

    Facilitator - definition 17

    G

    Given and Wants Criteria Worksheet 36

    Givens definition 35

    Givens Examples 35

    I

    IS/IS NOT Form Example 21

    P

    Possible Cause Worksheet 31

    Possible Root Causes Worksheet 31

    Problem Prevention 6

    Problem Statement - Example 1 20

    Problem Statement - Example 2 21

    R

    Root Cause definition 29

    S

    Scribe - definition 17

    Situation Analysis 6

    T

    Team Leader - definition 17

    Team Responsibilities 17

    The Decision Making Worksheets 36

    The Deming Plan Do CHeck Act cycle 39

    The G8D Process 7

    Time Line Example 30

    W

    Wants definition 35

    Wants Examples 35

    Notes

  • Global 8D Problem Solving Workboo